This question does not ask you to solve the Company’s problems,
Asks you to set out the approach that any company should adopt and the processes that should be implemented in order to carry out strategic marketing planning.
Asks you to identify which strategic marketing processes the case company appears not to have done
Asks you to demonstrate that you recognise the value of carrying uot the ideal approach outlined in i. above.
Task 2
This question asks you to set out the nature and extent of Chaindrive’s problems; it does not ask you to propose solutions.
Asks you to use STEP and Porter’s Market Attractiveness model to analyse the external environment. You may not find evidence for every aspect of the models. Analyse what you can from the case, and use some discretion to add to this – for example, bicycles are made from steel, plastic and rubber, so there is unlikely to be a monopoly supplier in the “five forces” model.
The internal analysis should use the Boston Consulting Group Matrix. There is information on market growth for each type of bicycle, and also on Chaindrive’s changing market share.
Is there any evidence that Chaindrive has a clear strategic direction (in relation to Porters Generic Strategies and/or Ansoff)? Marketing tactics relates to the marketing mix: is there any evidence that marketing mixes are designed to target specific segments?
Task 3
The SWOT analysis should make use of your own analysis in the previous two Tasks, and information from the case. It is not a “brainstorm” model in this context; it is a gathering together of the most important facts and conclusions. Do not invent data, or introduce facts that are not in the case.
Task 4
This is the most important Task; it demonstrates that you can use analytical models to generate more than one marketing strategy for this company, and are capable of developing one of those options into a strategic marketing plan. The SWOT analysis should be the starting point – for example, the new strategies could be designed to either overcome weaknesses or take advantage of opportunities.
You should use both Ansoff and porter’s Generic Strategy model here. In theory there are twelve possible strategies if the two models are combines, but you only need to generate more than one. For example, A Product Development strategy could be implemented (Ansoff) by introducing a range of Chaindrive branded cycling accessories – clothing, helmets, drinks containers – aimed at the Chainsaw mountain bike purchasers. This could be done by adopting Differentiation (Porter).
Take one of your strategic options and develop it with actual strategic objectives. The senior managers have disagreed about strategic objectives; you should set out clear “SMART” objectives for your strategy. The means of achieving the strategic objectives should be shown as marketing tactics – this is the Marketing Mix. For example, in the example above: Product – the new cycling accessories could be high quality, functional items; Price – have a high price Promotion – be advertised in “serious” cycling magazines aimed at end users – professional cyclist endorsement, and highly branded with distinctive logo and colour; Place – distributed through independent bike shops and linked to mountain bike enthusiast websites. Consider a short, medium and longer term view in your marketing plan.
Task 5
Definitions of relationship marketing and e-strategies are useful here, but are not enough to answer the question. The answer must take into account the case company – for example, Chaindrive currently has a team of Sales Representatives whose role appears to be simply taking orders; their role could be expanded or changed. Your own proposed strategy will have opportunities to use relationship marketing and e-strategies – either targeting the distributors or the end users. Outline examples of how relationship marketing and e-strategies could be applied to your proposal.
Task 6
This question is not asking you about the case study, but about the usefulness of the models themselves. All of them are useful, but each has specific disadvantages – often to do with variables that are not analysed in the model, but need to be taken into account when making a strategic marketing plan. A sentence or two on each model you have used is required.